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Strategic Recommendations
Jen NicosiaErin O‘Flaherty
Yuki PalermoLidia Sandoval
Ruby DiazMark GiancarloJulia HornickJustin Little
Overview
•Primary Recommendationso Asset Managemento Initiate Remote Customer Service Workerso Distribute Products via Walgreenso Phone Applicationo Extend Client Service Options
•Supplemental Recommendations
Features Sustainable Competitive Advantage Risk Term
Use RFID software to effectively manage assetsAnnual asset audit
No; process known to be used by other companies
Long term cost savingsLower costs lower prices
Large asset inventoryCapital
Startup costTime
1-2 yrs
Asset Management
• Assets are often the biggest line item on a financial statement
• Assets to be managedo Machineryo Technology/Equipmento Inventory o Buildings
• Asset audits prevent paying taxes and insurance premiums on depreciated assets
Features Sustainable Competitive Advantage Risk Term
Customer service employees will work remotely from homeConsolidates work space and lowers facility costs
No; competitors have this option
Lower overheadIncreased resource efficiency
Large employee base
Possible decrease in productivity and efficiency
1-2 yrs
Initiate Remote Customer Service Options
• Allowing employees to work at home consolidates work space and reduces use of company resources
• Costs $10,000 - $20,000 per year to house an employee in a major metropolitan area
Features Sustainable Competitive Advantage Risk Term
Generate revenue retailing products from online store
Yes; smaller competitors do not have established products
Increase company awarenessUtilize profits for projects
Brand recognitionCurrently distributing through online store
Short term capital investmentRetail competition
2-3 yrs
Distribute Products via Walgreens
• Profit potential• Gain competitor’s customers through
other outlets• Build sustainable image• Green energy company• Expected 40% ROI • Competing in retail market
Features Sustainable Competitive Advantage Risk Term
Customer energy usage reportOnline storeReal-time pricing
No; other companies have ability to develop app in the future
First-mover advantageCreates value through service differentiation
Vast amount of energy data already compiledTechnology to be integrated in app already used
Limited customer base
3 mos
Phone Application
• Application includeso Service vehicle trackingo Ability to report outageo Current outage mapo Bill payment alerts
• Moderate maintenance costs• Development costs could be up to $150,000
Features Sustainable Competitive Advantage Risk Term
Improve customer service
No; other companies have the option to implement these services
Contact customers to detect problemsEfficient customer service
Available personnel to trainEstablished forms of contact
Cost in implementing technical support for different options
4-6mos
Extend Client Service Options
• Reduces wait time • Initiate a customer call back service • Respond to concerns via e-mail• E-mail, text messaging, chat rooms
Recommendation Features Sustainable Competitive Advantage Risk Term
Increase Overhead Electrician Specialist Staff
Lower wait time for power restoration
No; competitors could also hire more field staff
Improved customer satisfaction and outage statistics
Available capital through tangible assets
Increased salary costs
6-8mos
Improve Interactive Website
Enhanced graphicsCustomer interaction
No; competitors’ sites are also updated and easy to copy
Maintains innovative imageCustomer retention
Established websitePossesses applications
$100/month upkeep cost
5mos
Recommendation Features Sustainable Competitive Advantage Risk Term
Recycle Used Electrical Equipment
Recycle electrical switches, boards, breakers, etc.
Yes;the stability of recycling products would remain constant
More satisfied customersSelling recycled products at higher profit margins
Recycled products can sell along with current product line
Used products might not be as appealing to consumers
Quality of brand may plunge
1-2yrs
Improve Efficiency of Energy Use through Capacity Management
Discount for customers who lower demand by 35% during peak times
Yes; competitors can not easily surpass storage efficiency
Provide lower energy rates than competitors
Customers choose to lower energy storage costs deepening relationship
Not enough capacity storage to meet demand
1 yr
Mr. Frank Clark • Mr. Clark received his bachelor’s degree in Business Administration and law degree from DePaul University
• 2005–Present Chairman of the Board and Chief Executive Officer
• 2004-2005 President
• 2001-2004 Executive Vice President and Chief of Staff
Chief Executive OfficerMr. Frank Clark
Mr. Frank Clark • Mr. Clark serves on the board of trustees for: o The Museum of Science and Industry o Adler Planetarium and Astronomy
Museumo DePaul University o The Chicago Symphony Orchestra
o The University of Chicago Medical Center
• The board of directors of:o Metropolitan Family Serviceso Illinois Manufacturers Association o Big Shoulders Fundo United Way of Metropolitan Chicago o Abraham Lincoln Presidential Library
Foundation o Waste Management, Inc.o Harris Financial Corp.o Aetna Inc.
Chief Executive OfficerMr. Frank Clark
• The executive committee of: o The Chicago Community Trust
• Mr. Clark sits on the governing board of:o The Illinois Council on Economic
Education • Mr. Clark is a member of:
o The Chicago Bar Associationo The Economic Club of Chicagoo The Commercial Club of Chicago o The Executives’ Club of Chicago
• Mr. Clark is a co-founder of: o The Rowe-Clark Math & Science
Academy
Mr. Frank Clark
Chief Executive OfficerMr. Frank Clark